Small firms’ non-market strategies in response to dysfunctional institutional settings of emerging markets |
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| Institution: | 1. Southampton Business School, University of Southampton, SO17 1BJ, UK;2. Audencia Business School, Nantes, France;3. University of Aberdeen Business School, University of Aberdeen, AB24 5UD, UK;4. Leicester Castle Business School, De Montfort University, Leicester, LE19BH, UK;1. KU Leuven, Faculty of Economics and Business, Department of Management, Strategy & Innovation, H. Conscienceplein 8, 2000 Antwerpen, Belgium;2. Politecnico di Milano, School of Management, Via Lambruschini 4, Milano, Italy;3. University of Amsterdam, Amsterdam Institute for Social Science Research, CORPNET, Nieuwe Achtergracht 166, 1001 Amsterdam NB, The Netherlands;4. University of Ljubljana, Faculty of Social Sciences, Kardeljeva pl. 5, 1000 Ljubljana, Slovenia;5. University of Warsaw, Faculty of Management, Szturmowa 1/3, 02-678 Warszawa, Poland;6. Utrecht University, Department of Methodology & Statistics, 3584 Utrecht CS, The Netherlands;7. Leiden University, Department of Computer Science (LIACS), PO Box 9512, 2300 Leiden RA, The Netherlands;1. Adelaide Business School, The University of Adelaide, Adelaide, SA 5005, Australia;2. Ted Rogers School of Management, Ryerson University, Toronto, ON M5B 2K3, Canada;1. Department of Control, Audit, Risk Management and Entrepreneurship, University of Mons, Mons, Belgium;2. Department of Financial Economics I, University of the Basque Country (UPV/EHU), Bilbao, Spain;3. Department of Business Economics, University of the Balearic Islands (UIB), Palma de Mallorca, Balearic Islands, Spain;1. New York University Stern School of Business, Henry Kaufman Management Center Department of Economics, 44 West Fourth Street, 7-90, New York, NY 10012, USA,;2. University of Birmingham, Birmingham Business School, Department of Strategy & International Business, Edgbaston Park Road, Birmingham B15 2TY, UK;3. University of Sussex, Department of Strategy & Marketing, Sussex House, Falmer, Brighton BN1 9RH, UK;1. China Academy of Cross-border E-commerce, School of Economics, Zhejiang University, 38 Zheda Road, Hangzhou 310027, China;2. Ningbo Research Institute, China Academy of Cross-border E-commerce, Zhejiang University, 1689 Jiangnan Road, Ningbo 315048, China;3. The York Management School, University of York, Heslington, York YO10 5DD, UK |
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| Abstract: | Institutional settings in emerging markets are often plagued by state actors exploiting the vulnerability of resource-constrained small and medium sized enterprises (SMEs). Whilst we know a great deal about how large firms use non-market strategies (NMS) to navigate such institutional spaces, current knowledge of such strategies in connection with SMEs remains limited. Using in-depth interview data from a wide range of actors in Russia, we reveal the predatory behavior of state actors and how, in response, SMEs develop NMS to respond to fluctuating institutional conditions. We underline four forms of institutional predatory behaviors comprising shifting the rules of the game; privatizing power; selectively using/abusing laws; and normalizing informalities. In turn, we identify how SMEs variously adopt NMS to tackle these predatory strategies; namely deflection, alliance, concealment and internationalization. We highlight how SMEs learn to navigate, and ultimately to overcome, dysfunctional and fragile institutional conditions of emerging markets through the pursuit of particular NMS. |
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| Keywords: | Non-market strategies Institutions Emerging markets SMEs Internationalization Qualitative study |
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